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Topics |
Points |
Elaboration |
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Leadership |
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Social influence process
Leaders seek voluntary participation of subordinates
For organisational goals
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Visionary: long-term, for all, together
Inspirational
Original, creative
Assertive & co-operative
Innovative
Effective
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Constrained leadership
Maintain, quota
Control, command
Efficiency
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Leadership theories |
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Id. personal traits differentiating leaders
Characteristics of leaders
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Leadership styles: patterns of leadership behaviour
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- Blake & Mouton's Managerial Grid
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Axes: Concern for people; Concern for production
Impoverished management: low, low
Country club management: high, low
Authority compliance: low, high
Team management: high, high
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Situational leadership theory
Leadership effectiveness depends on the situation
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- Hersey & Blanchard's Situational Leadership Theory
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Axes: task behaviour ( defining roles); relationship behaviour ( 2-way communications)
Telling: specifics, high, low
Delegating: general, low, low
Participating: share ideas, low, high
Selling: explain specifics, high, high
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- Contemporary (current) theories
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2 types:
Transactional: rewards interpersonal
Transformational / charismatic: transforms employees' work values
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Power & politics |
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Uncertainties
Unclear obj.
Vague performance measures
Ill-defined decisioning
Str. Competition
Changes
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Socialised power: help others
Personalised power: self-helping
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Reward: rewarding for effort
Coercive: threatening
Legitimate: tactical
Expert: knowledge
Referent: role model
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Individual influences
Use of info.
Timing
Structural changes
Consultation
Rational persuasion
Coalition
Pressure
Upwards appeals
Exchange tactics: help each other (animal nature)
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